National Culture And Groups, Volume 9 (research On Managing Groups And Teams) (v. 9)

This volume is based on the premise that in an era of rapid globalization, while there is a great deal of convergence on many aspects of group processes and interactions across national cultures, it is the understanding and appreciation of the divergence among people of different national cultural backgrounds that make all the difference. Contributors to this volume address two broad important questions: (1) Do our theories of groups and teams functioning apply universally? (2) How do our theories apply, if at all, in multicultural settings? In addition, this volume highlights new exciting topics in the cross-cultural area: power, time, creativity, emotions, networks, and multi-cultural diversity. Together, the chapters attest to the fact that study of national culture is flourishing and important. It not only informs but also modifies and enriches theories and research of group processes and social behaviour. The collective effort in this book should stimulate further inquiry regarding the role of national culture in the increasingly globalized human experience. 16.pdf......Page 0 List of Contributors......Page 2 National Culture and Groups: An Introduction......Page 5 References......Page 8 Toward an Understanding of Psychological Distance Reduction between Generations: A Cross-cultural Perspective......Page 9 Psychological Distance in Intergenerational Decisions......Page 11 Mechanisms Reducing Psychological Distance within Various Cultures......Page 13 Macro Socio-Economic Mechanisms......Page 14 Market/Firm Establishment......Page 16 Micro Individual Mechanisms......Page 17 Implications......Page 20 Conclusion......Page 22 Acknowledgments......Page 23 References......Page 24 Culture and Control: How Independent and Interdependent Selves Experience Agency and Constraint......Page 27 The Model......Page 29 Independent Selves and Agency......Page 30 Interdependent Selves and Constraint......Page 31 Agency Perceptions......Page 32 Decision Making......Page 33 Ingroup Relationships......Page 34 Relational Critiques of Individual Agency......Page 35 Configuring the Relationship between Individual and Group Agency......Page 36 Modes of Action: Interdependent Strategies to Achieve Agency......Page 39 Group as a Substitute for Personal Agency......Page 40 Group as Facilitating Individual Agency......Page 41 Indirect Strategies in Interpersonal Relationships......Page 42 Effort......Page 43 Competition vs. Cooperation......Page 44 Modes of Action: Independent Selves and the Experience of Constraint......Page 45 Social Expectations about ‘‘Independent’’ Identity......Page 46 Constraints from Principles and Procedure......Page 47 Theoretical Implications......Page 48 Priming......Page 49 Managerial Implications......Page 50 Conclusion......Page 51 References......Page 52 Power, Culture, and Action: Considerations in the Expression and Enactment of Power in East Asian and Western Societies......Page 58 The Importance of Culture......Page 60 East Asian Cultures......Page 61 Definition and Consequences of Power......Page 63 Conceptualizations of Power: Influence......Page 64 Consequences of Power: Assertive Action......Page 65 Conceptualizations of Power: Responsibility......Page 66 Consequences of Power: Restraint......Page 67 A Model of Culture and Power......Page 68 Response Latencies to Entitlement and Responsibility Words......Page 70 Response Latencies to Action and Restraint Words......Page 71 A Commons Dilemma: Comparing Asians and Asian-Americans and European-Americans......Page 72 Moderating factors......Page 73 Conclusion......Page 74 References......Page 75 A Model of Paternalistic Organizational Control and Group Creativity......Page 79 Group Creativity Defined......Page 81 Research on Group Creativity......Page 83 Research on Individual Employee Creativity: The Central Role of Intrinsic Motivation......Page 84 Paternalistic Leadership: Using the Chinese Context as an Illustration......Page 85 Paternalism: An East and West Comparison......Page 86 Self-systems theory: Its implication for choice and effects of paternalistic organizational control......Page 87 Effects of Paternalistic Organizational Control on Group Creativity......Page 89 Mediating Role of Group Intrinsic Motivation......Page 91 Moderating Role of National Culture......Page 92 Discussion......Page 93 Comparison with Relevant Theories......Page 94 Implications for Future Research......Page 95 References......Page 97 Dynamics of Trust in Guanxi Networks......Page 99 Distinguishing Cognitive and Affective Bases of Trust......Page 101 Cognition- and Affect-Based Trust in Social Networks......Page 102 Cultural Differences in Trust Dynamics......Page 103 Friendship and Social Support......Page 106 Economic Resource......Page 107 The Effects of Network Density on Trust......Page 109 Discussion: Implications for Guanxi research......Page 111 Practical Implications......Page 113 Future Research Directions......Page 114 References......Page 115 Temporality in Negotiations: A Cultural Perspective......Page 118 Culture and Negotiation......Page 121 National Stability and Temporality in Negotiations......Page 123 Institutional Systems and Temporality in Negotiations......Page 124 Relationships and Temporality in Negotiations......Page 126 National Homogeneity and Temporality in Negotiations......Page 128 Cultural Temporality and Temporality in Negotiations......Page 129 Polychronicity and Temporality in Negotiations......Page 130 Future Orientation and Temporality in Negotiations......Page 131 Uncertainty Avoidance and Temporality in Negotiations......Page 133 Negotiation Paradigms, Processes, and Outcomes......Page 134 Negotiating as a Common vs. Uncommon Activity and Temporality in Negotiations......Page 135 Negotiating as a Process vs. an Outcome and Temporality in Negotiations......Page 136 Negotiating as a Rational vs. an Emotional Process and Temporality in Negotiations......Page 137 National Stability, Cultural Temporality, and Negotiation Paradigm......Page 139 Discussion......Page 141 Implications......Page 143 References......Page 145 Introduction......Page 149 Social Influence in Groups......Page 152 Affect......Page 154 The Perception Mechanism......Page 156 Affiliation, Individualism/Collectivism, and the Perception Mechanism......Page 159 Respect for Authority, Power Distance, and the Perception Mechanism......Page 161 The Contagion Mechanism......Page 163 Discussion......Page 166 References......Page 169 Question Comprehension and Response: Implications of Individualism and Collectivism......Page 175 The Conversational Logic of the Research Context......Page 177 Maxims of Conversation......Page 178 Preceding Questions Can Influence Subsequent Answers......Page 179 Response Alternatives and Formats Matter......Page 180 Autobiographical Memory......Page 182 Answering Questions......Page 183 Integrating Culture and Conversational Logic......Page 184 Overview of Impact of Collectivism and Individualism......Page 185 Distal Culture......Page 186 Proximal Culture......Page 187 Culture and Context of the Question......Page 188 Culture, Response Alternatives, and Formats......Page 189 Culture and Autobiographical Memory......Page 190 Culture, Subjective Theories of Stability and Change and about Personality......Page 191 Culture and Social Desirability......Page 192 Culture and Use of Middle or Extreme Responses......Page 194 Culture and Acquiescence......Page 196 Summary......Page 197 References......Page 198 Managing the Intercultural Interface: Third Cultures, Antecedents, and Consequences......Page 204 Review of Third Culture Literature......Page 206 Third Culture Schema Content......Page 209 Third Culture Formation......Page 210 Third Culture Strength......Page 211 Collectivism......Page 214 High-/Low-Context Communication......Page 215 Field Dependence/Independence......Page 216 Relationship Conflict......Page 217 Third Culture Content......Page 218 Experience......Page 219 Cultural Intelligence......Page 220 Team Process and Third Culture Content......Page 221 Consequences of Third Culture......Page 222 Third Culture Strength and Team Performance......Page 223 Summary and Conclusions......Page 225 References......Page 227 Managing Challenges in Multicultural Teams......Page 232 Approaches to Understanding Multicultural Team Challenges......Page 233 Overview of Studies......Page 234 Differences of Opinion about Work......Page 236 Problems with Contribution and Workload Distribution......Page 237 Direct versus Indirect Confrontation......Page 238 Norms for Problem Solving and Decision Making......Page 239 Differences in Work Norms and Behaviors......Page 240 Violations of Respect and Hierarchy......Page 241 Inter-Group Prejudices......Page 242 Fluency (Accents and Vocabulary)......Page 243 Summary......Page 244 Strategies for Managing Multicultural Team Challenges......Page 246 Adaptation Condition #3......Page 248 Intervention Condition #1......Page 249 Intervention Condition #4......Page 250 Adaptation......Page 251 Management Intervention......Page 254 Conclusions......Page 256 References......Page 258 An Emotion Process Model for Multicultural Teams......Page 262 Emotional Appraisal......Page 265 Cultural Differences in Emotion Appraisal......Page 267 Regulating the Emotional Appraisal Process......Page 268 Emotional Appraisal in Groups and Teams......Page 270 Cultural Differences in Emotional Experience......Page 271 Regulating Emotional Experience......Page 273 Emotional Experience in Groups and Teams......Page 274 Emotional Expression......Page 275 Cultural Differences in Emotional Expression......Page 276 Regulating Emotional Expression......Page 277 Emotional Expression in Groups and Teams......Page 278 Emotion Recognition......Page 279 Cultural Differences in Emotion Recognition......Page 280 Regulating Emotion Recognition......Page 282 Emotion Recognition in Groups and Teams......Page 283 Understandings and Misunderstandings......Page 284 Cultural Diversity as Emotional Containment and Amplification......Page 286 Conclusion......Page 288 References......Page 289 Cultural Intelligence and the Multinational Team Experience: Does the Experience of Working in a Multinational Team Improve Cultural Intelligence?......Page 297 Metacognitive and Cognitive Facet......Page 299 Motivational Facet......Page 302 Behavioral Facet......Page 303 Cultural Intelligence and Related Constructs......Page 305 Cultural Intelligence and the Multinational Team Experience......Page 307 Team Processes that Enhance a Multinational Team Experience......Page 310 The Role of Member CQ in Creating Team Processes......Page 312 The Role of Member CQ in Improving Team Performance......Page 313 A Supporting Empirical Illustration......Page 314 Conclusions and Future Directions......Page 317 References......Page 318 Global Work Culture and Global Identity, as a Platform for a Shared Understanding in Multicultural Teams......Page 322 Introduction......Page 323 Multicultural Teams......Page 324 Shared Meaning Systems in MCTs......Page 325 Is There a Meaning System Shared by Individuals Working in MNOs?......Page 327 A Global Work Culture......Page 328 Values of the Global Work Culture......Page 329 Global Identity......Page 332 Local Cultures and Adaptation to MCTs......Page 335 Acculturation to the Global Work Environment......Page 336 Can Shared Global Work Values, and a Shared Global Identity Enhance MCT Performance?......Page 339 Discussion......Page 341 References......Page 343 Bringing Culture to the Table.........Page 350 Beyond East-West......Page 352 Beyond Individualism-Collectivism......Page 353 Beyond National Culture......Page 357 Culture and Social Identity......Page 359 References......Page 361 National Culture And Groups : An Introduction / Ya-ru Chen -- Pt. I. Comparing Group Processes Across Cultures -- Toward An Understanding Of Psychological Distance Reduction Between Generations : A Cross-cultural Perspective / Morela Hernandez, Ya-ru Chen, And Kimberly A. Wade-benzoni -- Culture And Control : How Independent And Interdependent Selves Experience Agency And Constraint / Tanya Menon, And Jeanne Ho-ying Fu -- Power, Culture, And Action : Considerations In The Expression And Enactment Of Power In East Asian And Western Societies / Chen-bo Zhong, Joe C. Magee, William W. Maddux, And Adam D. Galinsky -- A Model Of Paternalistic Organizational Control And Group Creativity / Jing Zhou -- Dynamics Of Trust In Guanxi Networks / Roy Yong-joo Chua And Michael W. Morris -- Temporality In Negotiations : A Cultural Perspective / Sungu Armagan [and Others] -- Culture, Affect, And Social Influence In Decision Making Groups / Lu Wang, Lorna Doucet, Gregory Northcraft -- Question Comprehension And Response : Implications Of Individualism And Collectivism / Ayse K. Uskul Amd Daphna Oyserman -- Pt. Ii. Group Processes In Multi-cultural Settings -- Managing The Intercultural Interface : Third Cultures, Antecedents, And Consequences / Wendi Adair, Catherine Tinsley, And Masako Taylor -- Managing Challenges In Multicultural Teams / Kristin Behfar, Mary Kern, And Jeanne Brett -- An Emotion Process Model For Multicultural Teams / Hillary Anger Elfenbein And Aiwa Shirako -- Cultural Intelligence And The Multinational Team Experience : Does The Experience Of Working In A Multinational Team Improve Cultural Intelligence? / Lisa M. Moynihan, Randall S. Peterson, And P. Christopher Earley -- Global Work Culture And Global Identity As A Platform For A Shared Understanding In Multicultural Teams / Efrat Shokef And Miriam Erez -- Bringing Culture To The Table / Marilynn B. Brewer. Editor, Ya-ru Chen. Includes Bibliographical References. This volume is based on the premise that in an era of rapid globalization, while there is a great deal of convergence on many aspects of group processes and interactions across national cultures, it is the understanding and appreciation of the divergence among people of different national cultural backgrounds that make all the difference. Contributors to this volume address two broad important questions: Do our theories of groups and teams functioning apply universally? And how do our theories apply, if at all, in multicultural settings? In addition, this volume highlights new exciting topics in the cross-cultural area: power, time, creativity, emotions, networks, and multi-cultural diversity. Together, the chapters attest to the fact that study of national culture is flourishing and important. It not only informs but also modifies and enriches theories and research of group processes and social behavior. The collective effort in this book should stimulate further inquiry regarding the role of national culture in the increasingly globalized human experience. This book features an international representation. It addresses a variety of group processes. It investigates group processes in a multi-cultural environment (i.e., a global company).